Staff Turnover: Training and Development in Singapore Manufacturing

This essay examines the significance of training and development programs on staff turnover within the Singapore manufacturing industry, which contributes significantly to the country's GDP. It highlights the problem of inadequate training opportunities leading to increased staff turnover due to a lack of career growth and employee engagement. The research aims to investigate this relationship, addressing factors affecting training, and providing recommendations to improve training programs to reduce turnover. The study uses research questions and hypotheses to explore the concept, analyze affecting factors, assess the relationship, and suggest improvements. The dissertation structure includes an introduction, literature review, methodology, data analysis, findings, and conclusion, emphasizing the importance of retaining skilled employees through effective training and development initiatives. Desklib provides solved assignments and past papers for students.

Significance of Training and Development on Staff Turnover in the Singapore
Manufacturing Industry
Chapter 1: Introduction
1.0 Overview
Training and development is significant for the staffs, as this provides an opportunity for
them to identify their weakness and work on them thereby, strengthening them. According to
Anvari, JianFu and Chermahini (2014), adequate training and development programs provide an
opportunity for the employees to develop increased sense of self-worth because they become
more valuable to the company or business sector. Employees leave job for better job roles and
better pay. Continuous training and development programs keep the employees interested and
hooked up with their job roles and responsibilities. Additionally, training and development
programs make the employees feel that the company or the business sector values them and
wants to ensure a long-term relationship. According to Guilding, Lamminmaki and McManus
(2014), training is termed as a bridge that leads to employee satisfaction and higher rate of
retention for companies and industries. The ability to learn and grow allows the employees to
reach a position in their professional career and feel good about the job they are performing.
The manufacturing industry of Singapore accounts for 20-25% of the Gross Domestic
Product with key industry clusters in chemicals, logistics, transport engineering and electronics.
The manufacturing industry of Singapore is comprised of 9,300 establishments with an employee
population of 424,500. From the above data, it can be said that the manufacturing sector of
Singapore is crucial for the economy of the country and therefore, the rate of staff turnover

should be minimized by ensuring adequate training and development programs ("Industry
Snapshot | SME Portal", 2019).
1.1 Problem statement
In spite of being highly significant, it has been seen that the Singapore manufacturing
industry is failing to provide adequate training and development sessions for the existing staffs.
This is because the Singapore manufacturing industry is failing to identify what training and
development programs the staffs need. Additionally, the Singapore manufacturing industry is
becoming saturated due to which the business organizations are unable to provide better career
growth opportunities to the staffs by offering them adequate training and development programs.
As the staffs are getting restricted and trapped due to no scope of further growth, staff turnover
has increased in the manufacturing sector of Singapore (Kum, Cowden & Karodia, 2014).
1.2 Research aim
The aim of the research is to investigate the significance of training and development on
staff turnover in the Singapore manufacturing industry.
1.3 Research objectives
The objectives of the research are:
 To understand the concept of training and development and staff turnover
 To critically analyze the factors affecting training and development in the Singapore
manufacturing industry
 To assess the relationship between training and development and staff turnover in
Singapore manufacturing industry

 To provide suitable recommendations for improving training and development in
Singapore manufacturing industry for reducing staff turnover
1.4 Research questions
The questions of the research are:
 What do you mean by training and development and staff turnover?
 What are the factors affecting training and development in the Singapore manufacturing
industry?
 What is the relationship between training and development and staff turnover in
Singapore manufacturing industry?
 What are the suitable recommendations for improving training and development in
Singapore manufacturing industry for reducing staff turnover?
1.5 Research hypotheses
The hypotheses of the research are:
H0: Training and development has no impact on staff turnover on Singapore manufacturing
industry
H1: Training and development has an impact on staff turnover on Singapore manufacturing
industry
1.6 Research rationale
Analyzing the importance of training and development in the Singapore manufacturing
industry is important because this will help in identifying the issues that staffs face if they are not
provided adequate training and development programs. The research is significant because the

current study aim towards identifying the potential issues that staffs in the Singapore
manufacturing industry face due to inadequate training and development programs (Kadiresan et
al., 2015). Identifying the issues that occurs due to lack of training and development programs in
Singapore manufacturing industry will help in investigating its relationship with staff turnover in
the business sector. As a result, the current study will provide an opportunity to determine the
reasons why the Singapore manufacturing industry is failing to provide adequate training and
development programs to the staffs thereby, analyzing its impact on staff turnover (Fallon &
Rice, 2015).
1.7 Structure of the dissertation
Six chapters form the overall chapter of the dissertation. The first chapter is the
introduction chapter that introduces the topic, highlights the identified issue, forms research aim
and objectives is needs to be studied throughout the study followed by rationalizing the topic. As
the name indicates, the second chapter reviews previous studies conducted on similar research
topics. This helps in critical analysis of the information by comparing and contrasting the
different viewpoints and developing an enriched and high-quality chapter. In the third chapter,
the existing research methods are mentioned and defined based on which the particular
methodological tools are selected. The selected tools are justified thereby, ensuring suitable and
appropriate collection of data. The data is analyzed in the fourth chapter that is collected by the
tools mentioned in the previous chapter. The findings of the fourth chapter is further interpreted
and explained by referring to the information presented in the literature review chapter. Finally,
in the last chapter suitable conclusions are deduced by highlighting the identified gap and
making recommendations based on it.

1.8 Summary
Thus, in this chapter, it can be summarized that training and development programs
provide an opportunity for business organizations to allow better career growth and professional
advancements at workplace. It is important for the business organizations to retain their
employees, as this helps in retaining qualified and skilled ones within the organization. Similar is
the case for Singapore manufacturing industry in which staff turnover should be minimized by
the companies forming the business sector. Additionally, the Singapore manufacturing industry
should train the employees according to the current business needs. Training and development
helps the employees to learn and develop skills and overcome the monotonous and stagnancy at
work.

References
Anvari, R., JianFu, Z., & Chermahini, S. H. (2014). Effective strategy for solving voluntary
turnover problem among employees. Procedia-Social and Behavioral Sciences, 129, 186-190.
Fallon, B. J., & Rice, S. M. (2015). Investment in staff development within an emergency
services organisation: Comparing future intention of volunteers and paid employees. The
International Journal of Human Resource Management, 26(4), 485-500.
Guilding, C., Lamminmaki, D., & McManus, L. (2014). Staff turnover costs: In search of
accountability. International Journal of Hospitality Management, 36, 231-243.
Industry Snapshot | SME Portal. (2019). Retrieved from
https://www.smeportal.sg/content/smeportal/en/industries/manufacturing/overview-of-
manufacturing-industry.html
Kadiresan, V., Selamat, M. H., Selladurai, S., Ramendran, C. S., & Mohamed, R. K. M. H.
(2015). Performance appraisal and training and development of human resource management
practices (HRM) on organizational commitment and turnover intention. Asian Social
Science, 11(24), 162.
Kum, F. D., Cowden, R., & Karodia, A. M. (2014). The impact of training and development on
employee performance: A case study of ESCON Consulting. Singaporean Journal of Business,
Economics and Management Studies, 51(1810), 1-68.